The purpose of this wiki is to find out why employee empowerment is new, a trend, and a management practice. Is it important to define new trends in management in order to give an overview of the subject before defining and looking into the topic. The history of employee empowerment will be described, and critically, an array of information will be included to present and evaluate the importance of employee engagement as a new trend in management. An explanation of what is expected from management staff when it comes to adapting employee empowerment into the workplace will be included, as well as an outline of the advantaged, disadvantages and obstacles of employee empowerment. This is relevant as it details why and how organisations should adapt the idea of empowerment. The wiki will include research on how employee empowerment is currently relevant to society and how it will influence management practice. The wiki will also include research into what a fad is and this is important, as people need to consider the possibility of employee empowerment becoming a fad.
1.2. Understanding new trends in management
The overall aim of a new trend in management is to improve the success of an organisation. New is defined by the Cambridge English dictionary (2017), as ‘recently created or having started to exist recently.’ Trend is defined as ‘a general development or change in a situation or in the way that people are behaving (Cambridge English dictionary, 2017)’. It is important to note that trends can be positive or negative. For example, the U.S. Bureau of Labor Statistics, 2015, found that ‘compared with workers in 1977 and 1978, workers in 2010 and 2012 expressed significantly less job security. They were more afraid of losing their jobs (11.2 percent versus the earlier 7.7 percent)’. This statistic shows a negative trend between two iconic recessions. The definition of management is ‘the control and organisation of something (Cambridge English dictionary, 2017)’ or ‘the group of people responsible for controlling and organising a company (Cambridge English dictionary, 2017)’. This could be the organisation of human resources, leadership, marketing, accounting, operations management, and strategy. Management can also be defined as ‘some ‘thing’ that is contrasted by individuals when oppositional tendencies are brought into recognisable proximity through reflection or interaction (Ford & Backhoff, 1988)’. Ford and Backhoff’s definition of management contains the word ‘interaction’. This represents the idea of managers working alongside employees and symbolises co-operation and teamwork. This is vitally important to employee empowerment as it show’s employees that the management team are happy to give them responsibility to make decisions and diminish the feeling of a hierarchy.
1.3. Understanding employee empowerment
Employee empowerment is a fundamental and important aspect for successful achievement, productivity, and growth in any business. The Cambridge England dictionary definition for employee is ‘someone who is paid to work for someone else’ and the definition for empowerment is ‘the process of gaining freedom and power to do what you want or to control what happens to you’. From these definitions it is fair to make judgment that the combined definition can be ‘giving someone who is paid to work for someone else freedom and power to do what they want or to control what happens to them.’
In the past, researchers have focused their work on empowering management practices, including ‘delegation of decision making from higher organisational levels to lower ones (Blau & Alba, 1982)’, however Conger and Kanungo (1988) stated empowerment as ‘the motivational concept of self-efficacy’, meaning that it is up to the employee to empower themselves psychologically. Spreitzer (1995) stated that psychological empowerment exists when employees perceive that they exercise some control over their work lives. Psychological empowerment is not a fixed personality attribute and it can be shaped, both positively or negatively, by the work and/or external environment. An example of this can be shown in recent times. Organisation, managers and employees face pressure of responding with the changing challenges and opportunities in society (Brexit, exit of the UK from the EU). Evidence from a recent CIPD and Adecco Group survey (2016) shows that 36% of employers have had their employees expressing concerns over their job security and their right to work in the UK due to Brexit. This can become problematic for organisations and managers as employees may become unmotivated, disempowered and can even lead to some employees leaving organisations.
Meyerson & Dewettinck, 2012, stated that employee empowerment is mainly concerned over developing trust, participation over decision-making, motivation and removing any boundaries between employees and management. Saif & Saleh, 2013, stated that ‘empowerment is the mechanism of giving an employee the authority to make decisions and is often allied with the distribution of responsibility from managers to other employees’. From this quote is it clear that employee empowerment has the aim of motivating employees and improving their performance as they are given more opportunities. One way of doing this is by giving them increased freedom in decision making. Wadhwa and Verghese, 2015 stated that ‘as the empowerment programme aims to give power and authority to employees through managers to share the responsibility with them, this will eventually help empowered employees in improving their recognitions and status. Such employees would develop positive thinking and tend to do their best to perform well at the workplace.’
Understanding the principles of employee empowerment is important in being able to see how it can be a management practice in a working environment. Below is a list of what managers may be required to do in order to establish employee empowerment:
Demonstrate that they value their employees and each person’s unique value, even if they are known for not completing every task correctly. This ensures that every employee is being noticed.
It is important that managers share their leadership aims and objectives with their employees. This gives employees a sense that they are part of the overall organisations and aren’t just at work to do only what is required of them. It can also be positive to keep employees up to date on manager’s progress with aims and objectives as it can make employees feel they have assisted with results.
It is essential that mangers trust their employees with important information; this helps with the building blocks of employee empowerment and also allows them to make the correct decision when carrying out tasks.
Providing frequent managerial feedback to employees is another important aspect of employee empowerment. Both positive and negative feedback so that employees are rewarded recognition for work, and also so they are aware how they could improve in the future.
It is important for managers to provide and area in which employees can communicate to their managers. Asking managers questions is important for empowerment as it allows managers to have a professional conversation with staff as well as work together.
The role of top management is crucial when it comes to employee empowerment. Employees look up to management for guidance and vision. As a management practice, the role of management is to overlook empowerment tasks and correct any potential issues that may interfere with employees work. This is critical in achieving organisational goals.
2. Fads
Managers often give a lot of attention to fads. A fad is something that is temporary and short lived. This can be something that is already widely accepted i.e. not new. Something is usually classed as a fad over a short time period before it will either ‘evolve into a new management practice, or is abandoned as a failure (Gibson & Tesone, 2001).’ It has also been stated that ‘a fad is generally thought of as a craze, a temporary cultural blip in society, they are a more serious phenomenon, although they are more temporary and compelling (Jane Whitney Gibson and Dana V. Tesone 2001)’. A recent definition of fads states them as ‘managerial interventions that appear to be innovative, rational, and functional and are aimed at encouraging better organisational performance (Carson, 2015)’.
‘Merely deciding to try a new technique does not necessarily mean that employees will follow through. If they find that the fad is being given lip service and not truly being institutionalised, they will quickly revert to the old way of doing things (Gibson & Tesone, 2001)’. On the other hand, Gibson & Tesone, 2001, state that ‘understanding management fads and translating them into practice within the organisation is a mark of the manager who stays current to both theory and practice’. This means that fads potentially have numerous benefits. For example, it can lead to employee empowerment as employees may feel they are being given increased responsibility and freedom from their managers, if they are allowing employees to work in the style of new management practices. This also demonstrates that the employees and managers are up-to-date on current management techniques designed to increase organisational productivity and empowerment.
In general fads influence empowerment and focus on current issues, whereas trends influence tactics, focus on future and underlying issues. The problem with confusing new trends and fads is that organisations can end up changing their management practices too often and become overwhelmed, potentially burning out their employees.
3.1. Advantages of employee empowerment
Saremi, H (2015) stated advantages of employee empowerment can be summarised as followed:
Empowerment increases the satisfaction of employees, as they believe the company has faith in their abilities. Employees feel positive about themselves and their job.
Employees use all of skills and capabilities to do a good job and improve their performance as they have now been given authority so need to prove themselves.
Employees will be more proactive so will stop small issues turning into big ones.
Employees will be more engaged which in turn will improve the customer’s experience.
Empowerment causes employees to be more committed to their job as they feel they are influencing the company’s success and creates a feeling of belonging.
Issues are normally resolved faster as they don't need to ask for permission.
Can lead to a decrease in costs as do not require as many managers, therefore increasing profitability.
Employees are more motivated.
Increases team spirit and allows senior staff to spend more time on strategic decisions.
3.2. Disadvantages of employee empowerment
Saremi, H (2015) stated disadvantages of employee empowerment can be summarised as followed:
Not all employees are trained or experienced to deal with the responsibility given to them and can make mistakes.
Conflict can increase and interpersonal relations may suffer.
Employees can abuse the extra responsibility given to them and become arrogant.
Employees may begin only focusing on their own success, rather than considering the team’s success.
Sensitive information has more chance of being distributed to the wrong people.
May need to train employees which can increase cost to the organisation.
Empowerment may be given on a basis of personality rather than for logical reasons.
3.3. Obstacles to employee empowerment
Employee empowerment can come with a number of obstacles. Saremi, H (2015) stated these can include:
Structural and hierarchical issues which may not allow for the correct empowerment of an organisations employees.
Lack of trust and confidence in delegation of tasks amongst employees can affect the team spirit.
Some top managers will not be willing to share control and responsibility with their employees as they may feel it reduces their position within the company.
Legal disputes over power distribution and inadequacies.
4. Stupidity Paradox
Alvessen and Spicer’s Stupidity Paradox (2016), focuses on anti stupidity management, and exploring negative capabilities. The Stupidity Paradox states that ‘most jobs don’t require us to think critically, or even to think at all. The result is often disaster.’ The research shows despite societies increasing collective intelligence and technological achievements, society is in fact rapidly dumbing down. The Stupidity Paradox states that knowledge workers, along with too much meaningless higher education are to blame. This can lead to disempowerment as their managers may see employees as less capable. Alvessen stated ‘when a culture of functional stupidity prevails, it leads to a huge waste of resources (EurekAlert, 2016)’. The Stupidity Paradox states the solution for this is an employee being more ‘negative and cynical at work’ and ‘encouraging clandestine groups to counter the corporate narrative’. Alvessen also argues ‘organisations that uncritically embraces trends into its organisation and leadership often suffers from functional stupidity (EurekAlert, 2016)’. He states that ‘organisations suffer from a reflection deficit. Questions that are critical are seen as uncomfortable and therefore we assume flexible positions, making an effort to ensure nobody can criticise us (EurekAlert, 2016)’. This shows that employees are likely to be looked down upon if they are too critical, so every employee needs good self-esteem, independence and courage to think for themselves and question values and strategies. If this does not happen then Alvessen believes organisations end up in a situation where employees are doing the right thing, everyone is positive, and all things seem to be in order when in fact they are not.
5. Employee empowerment and millennials
This section of the wiki is going to explore how employee empowerment is linked to millennials. This is relevant to current society due to the increasing number of millennials entering the workforce. Being brought up in an environment which has considerably different political, social, technological, economical and educational views to previous generations, gives millennials a unique thought process. ‘Helicopter parenting’ is a term first used by Dr. Haim Ginott’s in 1969 and is described by Ingen et al. (2015) as ‘parents who give their children consistent positive feedback and reassurance’.
PWC (2011) states that millennials take up 25% of the US workforce and by 2020 will form 50% of the global workforce. Due to the way businesses are changing and the increasing amount of millennials in work, it is essential for employers who welcome millennials into their organisations, to realise that they have different expectations in terms of empowerment compared to previous generations.
As more and more millennials enter the workforce, it is important for managers to adapt to changing management practices. In terms of employee empowerment, millennials are known for wanting to work at a faster pace than previous generation. Cekada (2012) learned that millennials tend to be the most technological generation in the workforce and because of this they tend to respond to emails, questions and text messages faster. On the other hand Hershatter and Esptein (2010) stated ‘millennials have been so protected in their youth that they will need extra guidance and direction in order to succeed in the workplace’. Christopher Lee stated that ‘managers are having difficulty finding ways to lead this generation of staff effectively because they are uneducated about the expectation and needs of millennials.’
6. Conclusion and recommendations
There is no ‘one right way’ to solve employee empowerment within organisations. Simple or tame problems have known solutions, but when dealing with human emotions at work there are unlimited solutions that may be required in order to make employees feel empowered and happy at work. The ‘best practice’ for employee empowerment is difficult to decide upon, therefore the pathways stated in this wiki include possible ‘good practices’ that will lead to good results in solving issues stated in the wiki. In order to think about how to make an empowerment problem ‘good practice’, it is important to know that there isn’t one way; many factors are inter-related (complex), with competing or conflicting demands that can lead to unintended consequences if the wrong approach is taken. There are many potential solutions, which are detailed below.
Firstly, as stated before, Brexit has had a negative impact on UK employees’ thoughts over job security. Therefore employee empowerment from managers may give them an increased feeling of responsibility, security and job ownership as tasks usually carried out by managers could now be given to lower positioned employees.
It is recommended that millennials take on the research from the Stupidity Paradox and begin to work more confidently and independently without the ‘helicopter parenting’ guidance that was previously stated. If this is successful it is believed that the overall workforce within organisations will be more successful. Due to their evidenced technological advances, millennials already have the employee empowerment advantage from managers of being given delegated tasks that require a faster work pace.
7. References
Alvessen, M. and Spicer, A (2016) The Stupidity Paradox. Profile Books.
Armache, J. (2013) ‘The Benefits of Employees’ empowerment’. Franklin Business & Law Journal, (4): 19-28.
Blau, J. R., & Alba, R. D. (1982) ‘Empowering nets of participation’. Administrative Science Quarterly, 27: 363-379.
Ford, J. and Backhoff, R. (1998) ‘Organizational change in and out of dualities and paradox’. Administrative Science Quarterly, 35, (4): 740:744.
Hanaysha, J. (2016) ‘Examining the Effect of Employee Empowerment, Teamwork, and Employee Training on Organizational Commitment’. Procedia – Social and Behavioral Sciences, 229: 298-306.
Hunjra, A. I., UlHaq, N., Akbar, S. W., & Yousaf, M. (2011) ‘Impact of employee empowerment on job satisfaction: An empirical analysis of Pakistani service industry’. Interdisciplinary Journal of Contemporary Research in Business, 2, (11): 680-685.
Lee, C. (2016) ‘Factors affecting job satisfaction and retention of millennials’. Proceedings of the academy of organizational culture, communications and conflict, 21, (2): 6-10.
Meyerson, G., & Dewettinck, B. (2012) ‘Effect of empowerment on employees performance’. Advanced Research in Economic and Management Sciences, 2: 40-46.
Saif, N. I., & Saleh, A. S. (2013) ‘Psychological empowerment and job satisfaction in Jordanian hospitals’. International Journal of Humanities and Social Science, 3, (16): 250-257.
Saremi, H. (2015) ‘Empowerment as a new Approach in the Management’. Proceedings of the International Conference on Global Business, Economic, Finance and social sciences, 1:16.
Spreitzer, M. (1995) ‘Psychological empowerment in the workplace: Dimensions, Measurements and Validation’. Academy of Management Journal, 35, (5): 1442-1465.
U.S. Bureau of Labor Statistics. (2015) ‘Worker’s expectation about losing and replacing their jobs’. Monthly Labor Review: 35 years of change, 2005. 2-4.
Wadhwa, D. S., & Verghese, M. (2015) ‘Impact of employee empowerment on job satisfaction and organizational commitment: An empirical investigation with special reference to selected cement industry in Chhattisgarh’. International Journal in Management and Social Science, 3, (3): 280-286.
Whitney, J. and Tesone, D. (2001) ‘Management fads: Emergence, evolution, and implications for managers’. The Academy of Management Executive, 15, (4): 122-133.
The purpose of this wiki is to find out why employee empowerment is new, a trend, and a management practice. Is it important to define new trends in management in order to give an overview of the subject before defining and looking into the topic. The history of employee empowerment will be described, and critically, an array of information will be included to present and evaluate the importance of employee engagement as a new trend in management. An explanation of what is expected from management staff when it comes to adapting employee empowerment into the workplace will be included, as well as an outline of the advantaged, disadvantages and obstacles of employee empowerment. This is relevant as it details why and how organisations should adapt the idea of empowerment. The wiki will include research on how employee empowerment is currently relevant to society and how it will influence management practice. The wiki will also include research into what a fad is and this is important, as people need to consider the possibility of employee empowerment becoming a fad.
1.2. Understanding new trends in management
The overall aim of a new trend in management is to improve the success of an organisation. New is defined by the Cambridge English dictionary (2017), as ‘recently created or having started to exist recently.’ Trend is defined as ‘a general development or change in a situation or in the way that people are behaving (Cambridge English dictionary, 2017)’. It is important to note that trends can be positive or negative. For example, the U.S. Bureau of Labor Statistics, 2015, found that ‘compared with workers in 1977 and 1978, workers in 2010 and 2012 expressed significantly less job security. They were more afraid of losing their jobs (11.2 percent versus the earlier 7.7 percent)’. This statistic shows a negative trend between two iconic recessions. The definition of management is ‘the control and organisation of something (Cambridge English dictionary, 2017)’ or ‘the group of people responsible for controlling and organising a company (Cambridge English dictionary, 2017)’. This could be the organisation of human resources, leadership, marketing, accounting, operations management, and strategy. Management can also be defined as ‘some ‘thing’ that is contrasted by individuals when oppositional tendencies are brought into recognisable proximity through reflection or interaction (Ford & Backhoff, 1988)’. Ford and Backhoff’s definition of management contains the word ‘interaction’. This represents the idea of managers working alongside employees and symbolises co-operation and teamwork. This is vitally important to employee empowerment as it show’s employees that the management team are happy to give them responsibility to make decisions and diminish the feeling of a hierarchy.
1.3. Understanding employee empowerment
Employee empowerment is a fundamental and important aspect for successful achievement, productivity, and growth in any business. The Cambridge England dictionary definition for employee is ‘someone who is paid to work for someone else’ and the definition for empowerment is ‘the process of gaining freedom and power to do what you want or to control what happens to you’. From these definitions it is fair to make judgment that the combined definition can be ‘giving someone who is paid to work for someone else freedom and power to do what they want or to control what happens to them.’
In the past, researchers have focused their work on empowering management practices, including ‘delegation of decision making from higher organisational levels to lower ones (Blau & Alba, 1982)’, however Conger and Kanungo (1988) stated empowerment as ‘the motivational concept of self-efficacy’, meaning that it is up to the employee to empower themselves psychologically. Spreitzer (1995) stated that psychological empowerment exists when employees perceive that they exercise some control over their work lives. Psychological empowerment is not a fixed personality attribute and it can be shaped, both positively or negatively, by the work and/or external environment. An example of this can be shown in recent times. Organisation, managers and employees face pressure of responding with the changing challenges and opportunities in society (Brexit, exit of the UK from the EU). Evidence from a recent CIPD and Adecco Group survey (2016) shows that 36% of employers have had their employees expressing concerns over their job security and their right to work in the UK due to Brexit. This can become problematic for organisations and managers as employees may become unmotivated, disempowered and can even lead to some employees leaving organisations.
Meyerson & Dewettinck, 2012, stated that employee empowerment is mainly concerned over developing trust, participation over decision-making, motivation and removing any boundaries between employees and management. Saif & Saleh, 2013, stated that ‘empowerment is the mechanism of giving an employee the authority to make decisions and is often allied with the distribution of responsibility from managers to other employees’. From this quote is it clear that employee empowerment has the aim of motivating employees and improving their performance as they are given more opportunities. One way of doing this is by giving them increased freedom in decision making. Wadhwa and Verghese, 2015 stated that ‘as the empowerment programme aims to give power and authority to employees through managers to share the responsibility with them, this will eventually help empowered employees in improving their recognitions and status. Such employees would develop positive thinking and tend to do their best to perform well at the workplace.’
Understanding the principles of employee empowerment is important in being able to see how it can be a management practice in a working environment. Below is a list of what managers may be required to do in order to establish employee empowerment:
The role of top management is crucial when it comes to employee empowerment. Employees look up to management for guidance and vision. As a management practice, the role of management is to overlook empowerment tasks and correct any potential issues that may interfere with employees work. This is critical in achieving organisational goals.
2. Fads
Managers often give a lot of attention to fads. A fad is something that is temporary and short lived. This can be something that is already widely accepted i.e. not new. Something is usually classed as a fad over a short time period before it will either ‘evolve into a new management practice, or is abandoned as a failure (Gibson & Tesone, 2001).’ It has also been stated that ‘a fad is generally thought of as a craze, a temporary cultural blip in society, they are a more serious phenomenon, although they are more temporary and compelling (Jane Whitney Gibson and Dana V. Tesone 2001)’. A recent definition of fads states them as ‘managerial interventions that appear to be innovative, rational, and functional and are aimed at encouraging better organisational performance (Carson, 2015)’.
‘Merely deciding to try a new technique does not necessarily mean that employees will follow through. If they find that the fad is being given lip service and not truly being institutionalised, they will quickly revert to the old way of doing things (Gibson & Tesone, 2001)’. On the other hand, Gibson & Tesone, 2001, state that ‘understanding management fads and translating them into practice within the organisation is a mark of the manager who stays current to both theory and practice’. This means that fads potentially have numerous benefits. For example, it can lead to employee empowerment as employees may feel they are being given increased responsibility and freedom from their managers, if they are allowing employees to work in the style of new management practices. This also demonstrates that the employees and managers are up-to-date on current management techniques designed to increase organisational productivity and empowerment.
In general fads influence empowerment and focus on current issues, whereas trends influence tactics, focus on future and underlying issues. The problem with confusing new trends and fads is that organisations can end up changing their management practices too often and become overwhelmed, potentially burning out their employees.
3.1. Advantages of employee empowerment
Saremi, H (2015) stated advantages of employee empowerment can be summarised as followed:
3.2. Disadvantages of employee empowerment
Saremi, H (2015) stated disadvantages of employee empowerment can be summarised as followed:
3.3. Obstacles to employee empowerment
Employee empowerment can come with a number of obstacles. Saremi, H (2015) stated these can include:
4. Stupidity Paradox
Alvessen and Spicer’s Stupidity Paradox (2016), focuses on anti stupidity management, and exploring negative capabilities. The Stupidity Paradox states that ‘most jobs don’t require us to think critically, or even to think at all. The result is often disaster.’ The research shows despite societies increasing collective intelligence and technological achievements, society is in fact rapidly dumbing down. The Stupidity Paradox states that knowledge workers, along with too much meaningless higher education are to blame. This can lead to disempowerment as their managers may see employees as less capable. Alvessen stated ‘when a culture of functional stupidity prevails, it leads to a huge waste of resources (EurekAlert, 2016)’. The Stupidity Paradox states the solution for this is an employee being more ‘negative and cynical at work’ and ‘encouraging clandestine groups to counter the corporate narrative’. Alvessen also argues ‘organisations that uncritically embraces trends into its organisation and leadership often suffers from functional stupidity (EurekAlert, 2016)’. He states that ‘organisations suffer from a reflection deficit. Questions that are critical are seen as uncomfortable and therefore we assume flexible positions, making an effort to ensure nobody can criticise us (EurekAlert, 2016)’. This shows that employees are likely to be looked down upon if they are too critical, so every employee needs good self-esteem, independence and courage to think for themselves and question values and strategies. If this does not happen then Alvessen believes organisations end up in a situation where employees are doing the right thing, everyone is positive, and all things seem to be in order when in fact they are not.
5. Employee empowerment and millennials
This section of the wiki is going to explore how employee empowerment is linked to millennials. This is relevant to current society due to the increasing number of millennials entering the workforce. Being brought up in an environment which has considerably different political, social, technological, economical and educational views to previous generations, gives millennials a unique thought process. ‘Helicopter parenting’ is a term first used by Dr. Haim Ginott’s in 1969 and is described by Ingen et al. (2015) as ‘parents who give their children consistent positive feedback and reassurance’.
PWC (2011) states that millennials take up 25% of the US workforce and by 2020 will form 50% of the global workforce. Due to the way businesses are changing and the increasing amount of millennials in work, it is essential for employers who welcome millennials into their organisations, to realise that they have different expectations in terms of empowerment compared to previous generations.
As more and more millennials enter the workforce, it is important for managers to adapt to changing management practices. In terms of employee empowerment, millennials are known for wanting to work at a faster pace than previous generation. Cekada (2012) learned that millennials tend to be the most technological generation in the workforce and because of this they tend to respond to emails, questions and text messages faster. On the other hand Hershatter and Esptein (2010) stated ‘millennials have been so protected in their youth that they will need extra guidance and direction in order to succeed in the workplace’. Christopher Lee stated that ‘managers are having difficulty finding ways to lead this generation of staff effectively because they are uneducated about the expectation and needs of millennials.’
6. Conclusion and recommendations
There is no ‘one right way’ to solve employee empowerment within organisations. Simple or tame problems have known solutions, but when dealing with human emotions at work there are unlimited solutions that may be required in order to make employees feel empowered and happy at work. The ‘best practice’ for employee empowerment is difficult to decide upon, therefore the pathways stated in this wiki include possible ‘good practices’ that will lead to good results in solving issues stated in the wiki. In order to think about how to make an empowerment problem ‘good practice’, it is important to know that there isn’t one way; many factors are inter-related (complex), with competing or conflicting demands that can lead to unintended consequences if the wrong approach is taken. There are many potential solutions, which are detailed below.
Firstly, as stated before, Brexit has had a negative impact on UK employees’ thoughts over job security. Therefore employee empowerment from managers may give them an increased feeling of responsibility, security and job ownership as tasks usually carried out by managers could now be given to lower positioned employees.
It is recommended that millennials take on the research from the Stupidity Paradox and begin to work more confidently and independently without the ‘helicopter parenting’ guidance that was previously stated. If this is successful it is believed that the overall workforce within organisations will be more successful. Due to their evidenced technological advances, millennials already have the employee empowerment advantage from managers of being given delegated tasks that require a faster work pace.
7. References